Destructive Leadership: A Theoretical Review, Integration, and Future Research Agenda

Dina V. Krasikova, Stephen G. Green, James M. LeBreton

Research output: Contribution to journalReview articlepeer-review

335 Scopus citations


In this article, we propose a framework for understanding destructive leadership that summarizes the extant destructive leadership research and extends it in new directions. By reviewing the current literature on destructive leadership and drawing on organizational leadership theory and the more general research on deviant behaviors in organizations, we identify the underlying features and mechanisms that define destructive leadership. Recognizing that each form of destructive leadership currently studied (e.g., abusive supervision, petty tyranny, and pseudo-transformational leadership) addresses aspects of destructive leadership but fails to capture the complete picture of the phenomenon, we clarify the boundaries among the constructs studied within the domain of destructive leadership, address some ambiguities about the nature of destructive leadership, make explicit some characteristics of destructive leadership that set it apart from other forms of leading, and integrate this thinking into a theoretical model that helps us understand the manifestations of destructive leadership, and their antecedents and consequences.

Original languageEnglish (US)
Pages (from-to)1308-1338
Number of pages31
JournalJournal of Management
Issue number5
StatePublished - Jul 2013

All Science Journal Classification (ASJC) codes

  • Finance
  • Strategy and Management


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